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In spite of the significance of the strategic change, its high rate of failure inspires us to explore how to successfully enact new strategic change in a different environment. Based on strategy as practice perspective and effectuation theory, this study aims to extend extant literature by identifying two approaches performing strategic change (e.g. causation strategic change or effectuation strategic change) and investigating their effects on firm performance and also boundary conditions (e.g. market uncertainty or technological uncertainty).

Based on a data set from 238 firms in China, the authors empirically test the hypotheses through regression analysis.

The findings indicate that causation and effectuation strategic changes can promote firm performance. However, the roles of the two approaches vary with the external environment. Specifically, market uncertainty strengthens while technological uncertainty weakens the positive effect of causation strategic change. In contrast, technological uncertainty strengthens the positive effect of effectuation strategic change on firm performance.

This study extends research literature of strategic change by identifying causation and effectuation strategic changes and investigating how their roles vary with market uncertainty and technological uncertainty. The findings guide firms to adopt a fit approach to perform a strategic change in different external environments.

The purpose of this paper is to explore how organizational climate impacts the speed of strategic change (SSC) for firms in transitional economies and whether if the effects were contingent on internal control mechanisms.

A theoretical model including five constructs is developed. The questionnaire survey is deployed to scale main constructs, including organizational climate, such as open communication and hierarchical bureaucracy, internal controls such as strategic and financial control, and SSC. The moderation regression method in five steps is employed to test all hypotheses using the survey data from the 120 sampled Chinese firms.

The findings show that open communication has a positive effect on SCC, whereas hierarchical bureaucracy has a negative effect on SSC. Furthermore, strategic control positively moderates the relationship between open communication and SSC but negatively moderates the relationship between hierarchical bureaucracy and SSC; meanwhile, financial control negatively moderates the relationship between open communication and SSC but positively moderates the relationship between hierarchical bureaucracy and SSC.

This research integrates organizational climate and internal control mechanisms into the framework of strategic change to investigate how firms achieve fast strategic change through aligning organizational climate with proper organizational control mechanisms. The findings advance the authors’ understanding of the organizational climate, internal controls, and strategic change literature, and offer valuable managerial insights for managers in situations when strategic change is of central importance in the transitional economies.

Changes in the financial and competitive environment have been a recurring stimulus to corporate reappraisal of foreign exchange risk management (FERM) policy. In 14 UK company cases studied by the author, treasurers identified the following competitive and financial environmental influences on FERM policy.

The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of competitive strategy on company performance in general, and the influence of cost leadership and differentiation strategy on organizational performance in detail.

The research methodology was based on the PRISMA review, and thematic analysis based on an iterative process of open coding was analyzed and then the sample was analyzed by illustrating the research title, objectives, method, data analysis, sample size, variables and country.

The main factor that influenced the competitive strategy is strategic growth; strategic growth has a significant influence on competitive strategy. Furthermore, competitive strategy will boost firm network, performance measurement and organization behavior. In the same way, the internal goal factor will enhance organizational effectiveness. Also, a differentiation strategy will support management practice factors, strategic positions, product price, product characteristics and company performance.

This study contributes to the literature by identifying a framework of competitive strategy factors, company performance factors, cost leadership strategy factors, differentiation strategy factors and competitive strategy with global market factors. This study provides a complete picture and description of the resulting body knowledge in competitive strategy and organizational performance.

The primary aim of this paper is to study a dark side of e-HRM concerning its parallel effect on human resource (HR) socialization and HR service delivery and the consequent impact of perceived HR effectiveness.

The current study started with an in-depth review of the extant literature in the field of e-HRM to derive a set of constructs. Based on the theoretical foundation of the identified constructs, the current study went on to derive a set of hypotheses, which was subsequently validated using the uses the quantitative technique of PLS-SEM. A primary survey, in the form of a structured questionnaire, was used as the source for data collection on a sample size of 276 from the Indian industrial domain. Careful attention was paid to eliminate the common method bias in the study.

The findings of this study show a simultaneous significant full mediation effect of both HR service delivery and HR socialization is the relationship between e-HRM and HR effectiveness. However, e-HRM has a strong and significant negative effect on HR socialization. Though HR socialization is positively related to HR effectiveness, the significantly reduced level of HR socialization as a consequence of adaption of e-HRM had negatively affected the perceived HR effectiveness.

Although the dark side of e-HRM has been recognized by academicians and practitioners alike, its implications have seldom been studied in the academic literature. The current study intends to shed some light on this important, but sparsely discussed topic. Further, this study makes significant and meaningful contributions in the literature of e-HRM by empirically studying together the positive and negative consequences of e-HRM and its effects on HR effectiveness. Several e-HRM scholars have discussed the implications of e-HRM adoption and highlighted the negative impacts of e-HRM, and traversing the same path, the current study advances the literature by empirically investigating the effect of e-HRM on the dehumanization of HR processes and practices.

The purpose of this paper is to revisit and rationally reconstruct the role of planning, strategic management, and strategic balance, in a context of managing change. The general problem dealt with is: “When is it possible to design and manage a balanced strategic change process under conditions of rapid high‐frequency change?”

The paper revisits the development of strategic management and contains a rational reconstruction of core assumptions relevant to managing change. In the first section, the historical origin of strategic managements approach to change is rationally reconstructed. The next sections analyze and interpret core assumptions underlying the strategic management approach to planning and change. The next section explicate the conceptual strategic hierarchy showing that developments in strategy make theories of planning and control more abstract and complex, but nevertheless preserve the idea of planning and control as a demand for strategic balance. The last section inserts this discussion into a change management framework pointing to a practical paradox emerging and addressing a possible solution.

It is argued that a practical paradox emerges between the time horizon inscribed in concepts of strategic management and planning and the empirical demands to it under the pressures of high frequency change.

The paper directs attention to a new perspective on managing change as an experienced change/stability ratio, which may help dissolving the practical paradox managers faces in keeping up with strategy.

This paper seeks to propose the use of specific strategic management tools for identifying opportunities for gaining competitive advantage in the business core curricula offered at colleges and universities.

A brief review of the literature on business core curriculum innovation and change is examined, and strategic management concepts are used to compare with a set of competitive peer institutions. The techniques employed in the analysis include a representative weighted competitive strength assessment and a strategic group map in an example case analysis.

The results show that in this particular sample competitive environment, a business core course program could gain a competitive lead over rivals by improving innovation and distinctiveness in the core program content and/or teaching methods.

The concepts proposed in this paper are limited by the measures that are selected, the subjective level of importance weights assigned by the users to the measures, the possible overlap among some measures, and the use of a single case with five selected peer institutions.

There is potential usefulness of these strategic management analytical tools in the field of higher education by practitioners and researchers to examine the fundamental business core curricula in a systematic manner. The approach proposed could be used for other practical analyses of educational programs, organizational processes and services.

Considering that higher education courses and degree programs are important to individuals, organizations, and society at large, this proposed adaption of business strategic management concepts by educators could have a positive impact by enabling colleges and universities to discover and implement more opportunities for distinctiveness and improvement.

While there are previous research journal articles describing the importance of making changes to business core curricula and programs in today's rapidly changing environment, this paper offers practical and methodical analytical tools that administrators, faculty members and committee leaders can use for informed decision making.

Strategic flexibility is a widely discussed concept. Yet discussions remained of qualitative nature or addressed only specific aspects quantitatively underlying the concept. The purpose of this paper is to develop a conceptual model identifying key factors determining strategic flexibility. Once quantified, the model provides firms a profile of each strategic option towards the company vision.

The paper reviews existing and synthesises prior contributions into a conceptual model of strategic flexibility. Based on semi-structured interviews and value mapping, the model is applied using three case studies from the automotive industry.

A total of three main findings were made. First, the concept of strategic flexibility has a simple logic that aligns itself to a variety of automotive companies and visions. However, underlying this remit is an interplay of variables. Previous studies remain fragmented and have only addressed a subset of variables. Second, these variables can be grouped into three dimensions of strategic flexibility – product, process and customer – to convey a holistic understanding of strategic flexibility and its key determinants. Third, due to the uncertainty and complexity involved, depending on the firm and industry characteristics, there cannot be a one-fits-all configuration of the strategic flexibility conceptualisation.

A variety of variables requires consideration to offer a balanced view of all three dimensions of strategic flexibility. Hence, the case studies remain at a necessarily high level.

The paper offers guidance for management on how to align their firm strategy to product and process contingency factors to satisfy customer needs in line with their company vision.

The paper aims to elevate a discussion that previously remained fragmented and mainly descriptive.

This study aims to propose and evaluate a novel framework of strategic adaptability in dyadic negotiations. The authors define strategic adaptability as a reaction to a cue that leads to shifts between integrative and distributive strategies. Based on the literature on turning points, phase models and strategic negotiations, the authors developed an initial framework identifying five distinct strategic adaptations.

To verify the framework, the authors analyzed two negotiation simulations with a diverse set of negotiation students. Negotiations were content-coded, and adaptations were labeled.

The authors found a consistent pattern across two studies. Overall, 12% (study 1) and 18% (study 2) of all speaking turns were identified as strategic adaptations. The findings empirically confirmed four of their strategic adaptation types: adapt to deadlock, follow adaptation by opponent, adapt to priority of issue under discussion and adapt to new information on issue. Moreover, findings of this study revealed two new types of strategic adaptability: delayed adaptation to opponent and adapt to understand opponent. Study 2 additionally revealed that strategies vary with the negotiation phase, and negotiation outcome seems to benefit more from the constellation rather than the frequency of adaptations. Furthermore, lower-scoring negotiators tended to adapt to the opponent’s strategy instead of initiating a change in strategy.

The findings of this study provide preliminary insights into how strategic adaptations unfold. These findings present future research opportunities to further test the framework's robustness, increase the knowledge of individual and cultural factors, explore the relationship with negotiation outcomes and develop educational interventions to enhance strategic adaptability.

The purpose of this paper is to assess the moderation effect of organizational leadership on the relationship between service firm’s innovation strategy and organizational development. The study argues that in Ghana where power distance is high, organizational leadership provides the needed impetus for strategies such as innovation to achieve enhanced firm performance.

Data were collected from different service firms across Ghana for this study. A confirmatory factor analysis was used for construct reliability and validity checks. Robust regression estimations were then performed to test the hypothesized relationships.

The results show that both product innovation as strategy and organizational leadership are positively related to organizational development (i.e. financial and non-financial performance). It was also found that organizational leadership does not only serve as a predictor of strategy formulation but provides the necessary strategic fit between a firm’s strategy and business environment to achieve organizational development.

This study has shown that in high-power distance cultures, firms that are able to align their leadership orientation with their institutional environment are able to create a better fit between their strategic orientation and business environment in order to enhance organizational development.